筆記型電腦機殼供應鏈整合─以仁寶電腦為例

林錦進(Chin-chin Lin)

指導教授 ： 王存國

國立中央大學/管理學院/管理學院高階主管企管碩士班/碩士(2012年)

摘要

我國經濟本身以出口為導向，而在出口產品中又以電子資訊相關產品為主，根據資策會市場情報中心(MIC)統計資料，全球2008年筆記型電腦銷售量為1.24億台，而台灣筆記型電腦製造業者出貨量為1.12億台，已佔全世界出貨量的90%，總產值達到513億美金，因此筆記型電腦產業已是我國經濟重要的一環。
我國筆記型電腦產業目前可分為品牌商與代工廠商為主，品牌商主要代表為宏碁及華碩，宏碁在搶下歐洲市佔率第一後，在2006-2008年積極拓展北美及亞洲市場，也使其全球市場佔有率快速成長，甚至一度已達到全球第二。而代工廠商部份，業務型態上以ODM為主，且全球知名品牌筆記型電腦商幾乎全數委託台灣代工廠生產，而我國代工廠在規模經濟下，大者恆大的趨勢已非常明顯，小規模生產廠商幾乎沒有生存空間。
儘管我國筆記型電腦代工廠有著規模經濟的優勢，但因廠商間削價競爭的結果，造成各家的毛利率在2004年起大幅下滑，現在每一家的毛利率都在做4%的保衛戰，在毛利率無法提升的狀況下，目前各家代工廠也積極進行垂直整合，但因主要原物料皆由世界大廠獨佔 (如LCD-三星、LG、友達 / CPU-Intel等)，跨入門檻較高，而從早期廣達投資廣輝及廣明，及仁寶投資統寶及宇極皆鍛羽而歸可看出端倪，但我國筆記型電腦代工廠就因此放棄垂直整合嗎?如果沒有，目前垂直整合的方向為何，這是本研究所欲探討的議題。
首先，本研究發現我國筆記型電腦代工廠仍持續不斷地進行垂直整合，但已不著重在主要原物料，反到是著重在容易缺料造成生產中斷等材料上，如本研究個案公司仁寶電腦，其在2007年即積極佈局投資從事鎂鋁合金機殼，以因應於上游原料之需求或進行策略聯盟，提升其競爭優勢及獲利，而能在筆記型電腦代工產業中保持領導地位。

關鍵字

筆記型電腦 ； 垂直整合 ； 機殼

並列摘要

The economy of Taiwan is export-oriented, with a high proportion of electronic products. According to the Market intelligence & Consulting institute (MIC), the volume of global notebook sales was 124 million units in 2008, with 112 million units manufactured by Taiwanese ODM companies, a 90 percent of global notebook market share. The total output value reached 51.3 billion U.S. dollars, so the notebook industry plays an important role in Taiwan''s economy.
OBM (Own-Branding & Manufacturing) and ODM are the two main subcontracting operations in the notebook industry. The most representative OBM companies in Taiwan are Acer and Asus. After expanding into European market, Acer has become number one in the European notebook market. Acer also expanded aggressively into the North American and Asian markets from 2006 to 2008. Since then, , its market shares have increased significantly, and even reached the second in the global market. In fact, most well-know notebooks are manufactured by Taiwanese ODM companies. With economies of scale, the ODM market has demonstrated the advantage of being big and that small scale manufacturers have no room for survival.
Notebook ODM companies have the advantage in economies of scale; however, with increasingly fierce price competition, the gross margins of all manufacturers has dropped sharply since 2004. The recent situation in the notebook market indicates that all manufacturers hope to just keep the 4% gross margin. Due to the difficulty of increasing gross margins, most ODMs tend to integrate vertically in order to increase their profit. Nevertheless, the major raw material suppliers are multinational companies (such as Samsung, LG, and AUO for LCD and Intel for CPU), which have very strong hold in their markets. For instant, Quanta had invested in Quanta display Inc. and Quanta Storage Inc., and Compal in TPO and Yuji. These investments were largely failed. Do ODMs learn the lesson and should they give up the strategy of vertical integration? If not, what would be the strategy of vertical integration for them to pursue? This thesis addresses these issues.
First of all, many statistics indicate that notebook ODMs kept implementing the vertical integration strategy, but they did not focus on key components. Instead, they focused on the materials that are often in shortage so as to cause production disruptions. As the Compal case study shows in this thesis, it invested in magnesium alloy casing in 2007 by establishing a strategic alliance in order to meet the customer demands. This strategy not only enhances its competitive advantage and profitability, but also maintains its leading position in the notebook ODM industry.

並列關鍵字

Casing ； Vertical Integration ； Notebook

參考文獻

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